The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model

Albrecht, Simon L. 2012, The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model, International journal of manpower, vol. 33, no. 7, Special Issue: Changing work environments and employee wellbeing, pp. 840-853.

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Title The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model
Author(s) Albrecht, Simon L.
Journal name International journal of manpower
Volume number 33
Issue number 7
Season Special Issue: Changing work environments and employee wellbeing
Start page 840
End page 853
Total pages 14
Publisher Emerald
Place of publication Bingley, England
Publication date 2012
ISSN 0143-7720
Keyword(s) Commitment
Organizational behaviour
Job resources
JD-R
Extra-role behaviour
Engagement
Employees behaviour
Employee well-being
Summary Purpose – Worker well-being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of employee well-being, continues to evolve with ongoing incremental refinements to existing models and measures. This study aims to elaborate the Job Demands-Resources model of work engagement (Bakker and Demerouti) by examining how organizational, team and job level factors interrelate to influence engagement and well-being and downstream outcome variables such as affective commitment and extra-role behaviour.

Design/methodology/approach – Structural equations modelling of survey data obtained from 3,437 employees of a large multi-national mining company was used to test the important direct and indirect influence of organizational focused resources (a culture of fairness and support), team focused resources (team climate) and job level resources (career development, autonomy, supervisor support, and role clarity) on employee well-being, engagement, extra-role behaviour and organizational commitment.

Findings – The fit of the proposed measurement and structural models met criterion levels and the structural model accounted for sizable proportions of the variance in engagement/wellbeing (66 percent), extra-role-behaviour (52 percent) and commitment (69 percent).

Research limitations/implications –
Study limitations (e.g. cross-sectional research design) and future opportunities are outlined.

Originality/value – The study demonstrates important extensions to the Job Demands-Resources model and provides researchers and practitioners with a simple but powerful motivational framework, a suite of measures, and a map of their inter-relationships which can be used to help understand, develop and manage employee well-being and engagement and their outcomes.
Language eng
Field of Research 170107
Socio Economic Objective 920505
HERDC Research category C1 Refereed article in a scholarly journal
Persistent URL http://hdl.handle.net/10536/DRO/DU:30049852

Document type: Journal Article
Collection: School of Psychology
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Created: Wed, 12 Dec 2012, 13:25:53 EST by Simon Albrecht

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